信息技术在人力资源管理中的应用Application of information technology in human resource management.docx

信息技术在人力资源管理中的应用Application of information technology in human resource management.docx

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信息技术在人力资源管理中的应用Applicationofinformationtechnologyinhumanresourcemanagement

信息技术在人力资源管理中的应用（Applicationofinformationtechnologyinhumanresourcemanagement）

Ashumanbeingsaremovingtowardsaneweraofknowledgeeconomy,thepaceofeconomicglobalizationisbecomingfasterandfaster.WiththeChinatojointheWTOChinaeconomywillinevitablyhavetofacethechallengesofeconomicglobalization,adirectmanifestationofthischallenge,asisthemarketcompetitionbetweenthesubjectofnationaleconomy,enterpriseswillbefiercerthaneverbefore.Participationincompetitionwillincludestate-owned,private,foreign,jointventures,foreignenterprisesandotherformsofenterprise,andcompetitionwillalsobeinthedomesticandinternationaltwomajormarketssimultaneously.

Animportantcharacteristicoftheknowledgeeconomyisthatthefocusofthemarketcompetitionwillbefromthecompetitionofmaterializedresourcessuchasfundsandproductstothecompetitionofintellectualresources（talents）.Becausetalentsarethecarrierofadvancedscienceandtechnologyandadvancedculture,theyrepresentadvancedproductiveforces.Thecombinationofknowledgeeconomyandeconomicglobalization,makesthecompetitionoftalentsviolently.Manyenterpriseshavebeguntorealizethatallaspectsofbusinessprocesses,suchasproductdesign,production,salesandservice,allcannotdowithouttheparticipationofthepeople,anypartofaproblem,oftentopeople'sproblems.Thequalityandmoraleofemployeeshavebecomethefoundationofenterprisesurvivalanddevelopment.Goodhumanresourcesmanagementanddevelopmentwillhelpenterprisestocreateatalentdevelopmentenvironmentandenhancetheircompetitiveness.Inthissense,theeffectivenessofhumanresourcesinanenterpriseisastrategicfactortopromotethedevelopmentofanenterprise.

1,thedevelopmenttrendofhumanresourcesmanagement

From1950stonow,humanresourcemanagementhasgonethroughthreestagesofdevelopment:

Stage1:

personnelmanagement

Atthisstage,personnelmanagementismoreconcernedaboutthemanagementofthings,anddonotpayattentiontoemployeeperformance,employeesintheenterpriseisnotregardedasresourcestobedeveloped,butsimplyintheformofpersonnelfilesexist.

Thesecondstage:

HumanResourceManagement

Atthisstage,thespecialhumanresourcesdepartmentintheenterprise,tootherdepartmentsastheHRdepartmenttoprovidecustomerssuchasrecruitment,training,evaluationandotherhumanresourcesservices,andbegantofocusonindividualperformancemanagement,istheenterprisestrategicplanningexecutor.However,intheprocessoftheformationofenterprisestrategy,thefactorsofhumanresourcesareoftenexcluded.Atthisstage,althoughenterprisesrealizethatmanpowerisalsoakindofresource,theydonotthinkitisanimportantstrategicresource.

Thethirdstage:

humanresourcesdevelopmentandmanagement

Atthisstage,humanresources,asanimportantstrategicresourceofenterprises,havebeentakenintofullconsiderationbythetopmanagementofenterprisesinthestrategicplanning.Theenterpriseisnolongeronthehumanresourcemanagementofshallowlevel,notjustforotherdepartmentstoprovideroutineservices,butthehumanasavalue-addedresourcesforin-depthdevelopmentandmanagement.Inthisstage,enterprisesneedtoestablishtheenterpriseexecutives,linemanagersandprofessionalHRmanagementteamcomposedofthehumanresourcemanagementsystem,theimplementationofthemainbody,fulloftheconceptofhumanresourcemanagement,andnolongerbelievethathumanresourcesworkbyHRdepartmentindependentprocessing.

Thedevelopedcountrieshaveaccumulatedrichexperienceinhumanresourcemanagementanddevelopmentinthepastfewdecades,andhaveobtainedgreatreturnsfromthem.

ThedevelopmentoftheconceptofhumanresourcemanagementinChinahasbeenstartedbytheinfluxofforeignenterprises.Ithasonlybeenmorethan10yearssofar.Itshouldbesaid,becauseofthedifferenceofenterprisemanagementconcept,coupledwiththedomestichumanresourcemanagementdisciplineisnotperfect,leadingtolackofhumanresourcesmanagementstaffthroughprofessionaltraining,makethemostofourenterprisesareatthebasisofcomparisoninhumanresourcemanagementanddevelopmentonthestage,comparedwithdevelopedcountriesthereisabiggap.

Thecompetitionamongenterprises,especiallythedirecttalentcompetition,willinevitablyleadtothepromotionofhumanresourcesstatus.Atpresent,Chinahasbecomethecoreareaoftalentcompetition,andtheattentionofenterprisestohumanresourceshasalsoincreasedrapidly.Butatthesametime,manyenterpriseslackpracticaloperationalmethodsonhumanresources.Tohelpenterprisesachieveleapfrogimprovementinhumanresourcemanagementanddevelopmentlevel,humanresourcestraining,consultingandinformationserviceshavebecomeaverypromisingmarket.Itisworthpointingoutthathumanresourcemanagementitselfhasdifferentlevelsofdivision,anddifferentservicescansolvetheproblemofhumanresourcemanagementfromdifferentaspects.Theapplicationofinformationtechnologyinthemanagementofhumanresources,willhelptodefineandoptimizehumanresourcemanagementbusinessprocesses,improveworkefficiency,improveservicequality,soastoestablishaplatformforhumanresourcesmanagementinformationization,occupationof.

2,thefourlevelsofhumanresourcemanagement

Underthestandardsituation,wecandividetheenterprisehumanresourcemanagementintofourlevels:

Humanresourcestrategy（strategicwork）

Constructionofhumanresourceoperationsystem（basicwork）

Thedailyroutineaffairsmanagement（routine）

StrategicHumanResourceManagement（pioneeringwork）

Strategicworkaccordingtotherequirementsofhumanresourcesmanagementstrategyforbusinessdevelopment,activeanalysis,enterprisehumanresourcespresentsituationdiagnosis（suchastheallocationofresources,humancapacityassessment）,thedecision-makersaccuratelyandtimelyprovideallkindsofvaluablehumanresourcesinformation,tofullyconsiderthehumanresourcesofthisimportantbasemanagementelementstheenterpriseintheprocessofformingstrategicobjectives,andachievethestrategicgoalofestablishinghumanresourcespecificactionplans（suchasthroughrecruitmenttooptimizetheallocationofhumanresources,throughtrainingtoimprovethehumanresourceetc.）.Humanresourcestrategyistheguidelineofenterprisehumanresourcemanagement.

Thebasicworktoestablishthemaininfrastructureplatformforenterprisehumanresourcesoperation,theplatformfirsttoincludeacompletesetofrulesofthehumanresourcesmanagement,thisistheenterprisehumanresourcemanagementactivitieswithinthelegalbasis.However,ifthereisnostandardizedoperationprocesstosupport,managementrulesandregulationsinspecificoperations,moreorlesstherewillbeconfusionphenomenonfrompersontoperson.Forhumanresourcemanagers,humanresourcesmanagementwillbelockedinthepaperifitcannotsolvetheoperationalproblems.Therefore,theestablishmentofaneffectivehumanresourcesoperationsystemisanimportantguaranteeforhumanresourcemanagementtowardpractice.Thesystemissimilartotheconstructionofhighways,thebetterthefoundation,thehighertheefficiencyoftheoperationinthefuture.

Theroutineisoperatedontheoperationofhumanresourcessysteminthisplatforminfrastructure,includingpersonnelfiles,contracts,attendance,assessment,training,salarycalculationandpartofhumanresourcesplanningandrecruitmentmanagementetc..Itshouldbesaidthatafeatureofroutinework,isoneofthemostoftheworkisrepeatedwork,basedontheexperienceofthetrivialandcomplicated,lackofcreativity,takingupHRmanagementalotoftime,butalsoisthebasictransactioncannotbeavoidedinhumanresourcemanagement.Sincethispartoftheworkcanhardlyaffectthecorevalueoftheenterpriseinessence,ithasbecomeatrendtooutsourcethemtotheprofessionalserviceorganizationsinthesociety.

Pioneeringworkemphasizestheneedforhumanresourcesmanagementtoprovidevalue-addedservicesforenterprises,andstrivetocreatevaluefortheDepartment,andstrivetocreateconditionstoachievegoals.Thevalueofhumanresourcemanagementisthegoalofanenterpriseachievedbyimprovingtheperformanceofemployeesandorganizations.Andenhanceemployeeandorganizationalperformancemeans,istocombinetheenterprisestrategyandhumanresourcestrategy,tofocusoncreatingagoodcorporateculture,employeeoccupationcareerplanning,salarysystemandperformancesysteminlinewiththeactualsituationofenterprises,andpayspecialattentiontothedevelopmentofhumanresourcesinenterprises.Infact,toattracttalent,use,maintainanddeveloptheworkofsuccess,thekeydoesnotlieintheroutineworkofhumanresourcemanagementisinplace,butwhethertocreateasuitableenvironmentfortalentdevelopment,createtheenvironment,humanresourcemanagersneedtospendmoretimeandenergyinpioneeringworkon.

Inordertointroduceinformationtechnologyintohumanresourcemanagement,wecandividehumanresourcemanagementintotwocategories,qualitativeandquantitative.

Thequalitativeworkmainlyreferstothemanagementsystemdesign,businessprocessdesign,employeecommunication,humanresourcesanalysis,thecharacteristicsoftheworkisverycreative,needtogothroughthesubjectivethinkingandjudgmentcanbefurthercompleted;

Thequantitativeworkmainlyreferstoaccordingtoestablished